Want a different result…then stop doing the same thing!!
Let’s take a look at how to change culture by considering the following questions. Are you one of those organizations that believe the road to a change in culture is tied to behavior change? Have you “unfrozen” from your traditional leadership, organizational chart and coaching skill development approaches? Are you looking for much stronger leadership and coaching at all levels?
Yes, no, and yes…
These are the answers I most often hear from organizations who consider these questions. I have a news bulletin for those organizations…you won’t be successful in shifting the culture unless you are focused on:
- Improved employee engagement
- Improved customer satisfaction
- Attracting and retaining top talent
- Succession planning
- Increasing health and safety
- Energizing organization culture
Recent research shows that 93% of executives agree that their leadership development approaches have failed!
In a recent article, Jim Clemmer described 9 reasons organizations keep getting the same results:
- Poor motivation: Leaders refuse to recognize that the best way to motivate people is to focus on what they do well rather than on areas where they need improvement.
- Downward spiral: Leaders manage instead of lead…the more that leaders are involved in operational tasks, the more that decision making is pushed upward to them. This leads to reduced ownership for employees and our leaders being over-worked and unable to focus on creating an environment where employees are allowed to foster leadership skills regardless of their level within the organization.
- Missed connections: Leaders don’t recognize the direct link between the behaviours they demonstrate and decreasing employee engagement levels.
- Faulty feedback: Feedback from others is twice as accurate as self-assessment of strengths and effectiveness.
- Negative 360 assessments: Traditional 360 assessments are negative and punishing. Again, planning for improvement in this way is discouraging, demotivating. In fact, this approach has proven to be 2 to 3 times less effective in changing behavior.
- Development dead-end: There is no clear pathway to career development roadmap that is focused on skill or competency development and coaching. We just hope that improvement will be gained when the employee “tries harder.”
- Poor coaching skills: Coaching is not advice. Coaching is a learned skill and, in fact, coaching has its own certification…a Certified Coach…we need to equip our leaders with the skills to be great coaches and build leadership capacity from within the organization.
- Improvised coaching conversations: With skilled coaches leading the way,
coaching conversations will be framed in a way to build…rather than break down…focus on the positive!
- Spray and pray: Developing leadership and coaching competencies are rarely research-based using methodologies proven to boost effectiveness.
In “Leading Change,” John P. Kotter shares his thoughts on:
- The steps you can take to move your organization on the road to a change in culture that is tied to behavior change.
- “Unfreezing” from your traditional leadership approaches.
- Coaching and building leadership capacity at all levels throughout your organization.
==>Click here to read my book review on “Leading Change”<==
What do you think? Do you agree or disagree? I would love to hear from you. Here is a link to my profile.
All the best!